1. Power, Influence, & Leadershi p CHAPTER 14

2. The Nature of Leadership Leadership ◦the ability to influence employees to voluntarily pursue organizational gains

3. Characteristics of Being a Manager & a Leader Table 14.1

4. Being a Manager: Coping with Complexity Determining what needs to be done - planning and budgeting Creating arrangements of people to accomplish an agenda - organizing and staffing Ensuring people do their jobs - controlling and problem solving

5. Being a Leader: Coping with Change Determining what needs to be done - setting a direction Creating arrangements of people to accomplish an agenda - aligning people Ensuring people do their jobs - motivating and inspiring

6. Five Sources of Power Legitimate power ◦results from managers’ formal positions within the organization Reward power ◦results from managers’ authority to reward their subordinates Coercive power ◦results from managers’ authority to punish their subordinates

7. Five Sources of Power (cont.) Expert power ◦results from one’s specialized information or expertise Referent power ◦derived from one’s personal attraction

8. Tactics for Influencing Others Rational persuasion Inspirational appeals Consultation Ingratiating tactics Personal appeals Exchange tactics Coalition tactics Pressure tactics Legitimating tactics

9. Five Approaches to Leadership Table 14.2

10. Do Leaders Have Distinctive Personality Characteristics? Trait approaches to leadership ◦attempt to identify distinctive characteristics that account for the effectiveness of leaders

11. “Dark Side” Traits Narcissism ◦having “a self-centered perspective, feelings of superiority, and a drive for personal power and glory Machiavellianism ◦displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles Psychopathy ◦characterized by lack of concern for others, impulsive behavior, and a dearth of remorse when the psychopath’s actions harm others

12. Do Women Have Traits that Make Them Better Leaders? Studies show that women executives score higher than their male counterparts on a variety of measures - from producing high quality work to goal-setting to mentoring employees

13. The Lack of Women at the Top Unwillingness to compete or sacrifice Modesty Lack of mentor Starting out lower, and more likely to quit

14. Behavioral Approaches Behavioral leadership ◦approaches attempt to determine the distinctive styles used by effective leaders

15. Task-Oriented Leader Behaviors Task-oriented leadership behaviors ◦to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization ◦planning, clarifying, monitoring, and problem solving

16. Initiating-Structure Leadership Initiating-structure leadership ◦leader behavior that organizes and defines—that is, “initiates the structure for”—what employees should be doing to maximize output

17. Transactional Leadership Transactional leadership ◦focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance.

18. Relationship-Oriented Leader Behavior Relationship-oriented leadership ◦primarily concerned with the leader’s interactions with his or her people Consideration Empowering leadership Servant-leadership

19. Relationship-Oriented Leader Behavior Consideration ◦leader behavior that is concerned with group members’ needs and desires and that is directed at creating mutual respect or trust Empowering leadership ◦represents the extent to which a leader creates perceptions of psychological empowerment in others. Psychological empowerment ◦employees’ belief that they have control over their work

20. Psychological empowerment Leading for meaningfulness: inspiring and modeling desirable behaviors Leading for self-determination: delegating meaningful tasks Leading for competence: supporting and coaching employees Leading for progress: monitoring and rewarding employees

21. Relationship-Oriented Leader Behavior Participative management (PM) ◦the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization

22. Servant Leadership Servant leadership ◦focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.

23. Ten Characteristics of the Servant Leader

24. Passive Leadership Passive leadership ◦form of leadership behavior characterized by a lack of leadership skills Laissez-faire leadership ◦a form of “leadership” characterized by a general failure to take responsibility for leading

25. Some Practical Implications of the Behavioral Approaches 1.A leader’s behavior is more important than his or her traits. 2.There is no one best style of leadership

26. The Contingency Leadership Model Contingency leadership model ◦determines if a leader’s style is task oriented or relationship-oriented and if that style is effective for the situation at hand

27. Dimensions of Situational Control Leader-member relations ◦reflects the extent to which the leader has the support, loyalty, and trust of the work group Task structure ◦extent to which tasks are routine and easily understood Position power ◦refers to how much power a leader has to make work assignments and reward and punish

28. Representation of Fiedler’s Contingency Model

29. The Path-Goal Leadership Model Path-Goal Leadership Model ◦holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support

30. House’s Revised Path-Goal Theory Figure 14.2

31. Leadership Styles of the Revised Path-Goal Theory Table 14.5

32. Does the Revised Path – Goal Theory Work? Use more than one leadership style Help employees achieve their goals Modify leadership style to fit employee and task characteristics

33. Full-Range Model Transformational leadership ◦transforms employees to pursue organizational goals over self-interests ◦influenced by individual characteristics and organizational culture

34. Key Behaviors of Transformational Leaders Inspirational motivation Idealized influence Individualized consideration Intellectual stimulation

35. Implications of Transformational Leadership It can improve results for both individuals and groups It can be used to train employees at any level It requires ethical leaders

36. The Ethical Things Top Managers Should Do to Be Effective Transformational Leaders Table 14.6

37. Additional Perspectives Leader-Member Exchange (LMX) ◦ emphasizes that leaders have different sorts of relationships with different subordinates

38. Additional Perspectives E-leadership ◦can involve one-to-one, one-to-many, and within-group and between-group and collective interaction via information technology